Circulars

CIRCULAR: 01

{ENGINEERING WING}

Tameerat wing of Wakf Board is responsible for executing works approved for execution by Chief Executive. These works are prioritized as per the magnitude, financial implication and urgency. Most of the works in Wakf establishments are minor repairs of shrines, mosques and proprieties owned by Wakf.

While major works are time consuming, as before actual execution, estimates, administrative approvals, technical sanctions, tenders, expert, opinion and in some cases permission, formalities are required to be obtained obviously. These formalities consume lot of time. As Wakf Board is an autonomous body and our only source of income is public donations and income from other assets owned by Wakf Board. As such, maintenance of the shrines, mosques and other assets has to be executed promptly without loss of time. We cannot convince public for inaction on our part due to procedural delay.

Shortly after taking over as Chief Executive, I had an exhaustive tour of all units and establishments under Wakf control. In city Srinagar and rural areas and the impression I got is disappointing. Smaller and minor repairs have not been executed for years together and in spite of repeated requests, both from Administrators and Public Works/ repairs have not been conducted, which has caused lot of resentment among public. In some cases public have conducted repairs of shrines, mosques and business establishments on their own and banned entry of Wakf employees. This is a serious lapse on our part.

During our recent exercise, we enlisted all major and minor works in valley and 80% minor works are completed in less than two months due to close monitoring and we have earned lot of goodwill among public.

But in spite of this success, lot remains to be done. Basic exercise for estimates, designs, project reports, financial implications are not ready yet so that necessary approvals and finances are made available. Any further delay will snatch the goodwill earned with difficulty.

Tameerat wing has enough technical staff to supervise all works and further assistance will be provided if required. We have to bear in mind that Wakf is a charity organization and we need to serve with missionary zeal, like in government departments we cannot take refuge in procedural delays.

As there are more than 100 works under execution and more works are likely to be taken up shortly, hands of Tameerat wing are already full. It has been decided that Administrators of the units will be empowered to execute urgent, minor works after approval of preliminary estimates and rates which should be less than the stage contract rates. As it has been observed that stage contract rates have higher margin, otherwise 2/3 contractors would not change hands. It is possible only due to higher profit margin. In such a scenario, entrusting petty minor works to Administrators is practicable and profitable, proposition, which would ensure close supervision and also save money. Supervision of engineering wing is not as regular as it should be. In fact, officers don’t visit rural areas regularly at all. The engineering staff should visit sites regularly and submit progress reports of each work to Chief Executive.

There are so many works left unattended by engineering wing for years together without any follow up report. This is a serious lapse and Executive Director {M&O} will submit the details of each pending work with reasons of pendency. It is the responsibility of engineering wing to complete each project undertaken and remove any technical / administrative bottleneck urgently.

CIRCULAR: 02

{DUTIES OF AN ADMINISTRATOR}

The J&K Board for Muslim Specified Wakfs and Specified Wakf Properties Act, 2004 has been enacted to empower the Board for proper control, efficient management and regulation of the specified Wakfs and for the proper protection, preservation and use of the specified Wakf properties. The Board has been empowered to take possession, administration, supervision, control and management of the Wakfs and Wakf properties.

Administrators have been appointed to look after these Wakfs particularly shrines and mosques. As these Wakfs and Wakf properties are spread over whole valley. There is need for round the clock supervision at these places. As they are places of reverence where lacs of devotees visit to receive blessings and in return donate crores both in cash and kind. Besides, there are host of Sajad- Nasheens and Khudams to conduct religious practices at these places. This calls for round the clock efficient administration and vigilance on the part of the administrators.

During my recent visit to most of these units I felt the need of defining the role of the administrator, to equip him with more powers and also broaden his area of responsibility.

1. He will be responsible for running the day to day administration of the shrine.

2. He will efficiently utilize the services of the employees, so that they perform their services round the clock.

3. He will make arrangements for collection of donations, Sodekat/ Zakat, Tameerat fund and other donations both in cash and kind.

4. It has to be ensured that Zaireen and visitors are attended well and they are not harassed by unscrupulous elements.

5. Administrators will be personally responsible for over all maintenance at these shrines and mosques. They will take special care of cleanliness, water supply, electricity and over all hygiene at these places.

6. It has been observed that Administrators are handicapped to conduct minor repairs at these places. As the engineering wing does not take repair works promptly, with the result besides complaints from public. Any neglect can cause more damage, if not attended on priority. There Administrators are authorized to conduct minor works of urgent nature. They should submit estimate of such works directly to the Chief Executive for approval.

7. Every Administrator shall enforce strict moral code of conduct at these shrines and mosques. Every employee should exhibit higher standard of character and discipline and should not be cause of embarrassment. Every employee should show due reverence to these shrines and should be a devout Muslim in word and deed. Any employee found deficient in these qualities should immediately be relieved of his duties.

8. Administrators should have close liaison with Sajad-Nasheens and Khudams at these shrines and ensure strict compliance of the Wakf Act. Under which they have been permitted to conduct religious practices under certain terms and conditions. Any contravention of these can debar them from entering the premises of Wakf property temporarily or permanently.

9. Administrators should also interact with the respectables of the area to get their suggestions for the arrangements and administration of the shrine.

Supervision of Wakf assets and institutions; as the Wakf property is spread throughout the valley, it is not possible to have effective control and supervision over these institutions. It will be convenient as well as effective, if besides the concerned supervisory officers, local administrators are also given the additional responsibility to look after these assets and institutions and if any administrative action is required from the concerned wing, he should immediately report under intimation to the Chief Executive.

CIRCULAR: 03

{AUQAF OFFICER}

Under the Specified Wakfs and Specified Wakf Properties {Management and Regulations} Act 2004, about hundred Wakf mosques, Khankahs and other institutions have been transferred to the Wakf Board for their effective management and control. These shrines and other assets spread over the length and breadth of the valley. Administrators have been appointed for the management and control of these shrines. What is lacking is supervision and monitoring from Central office, which has adversely effected the management of these shrines. As against 100 units transferred under the Act, only 63 have been taken over so far, with regard to the rest, there is no explanation. These calls for an urgent review and revival of Auqaf section headed by a senior and experienced Auqaf officer. About 80% revenue of the Wakf Board is received from the donations, from these shrines, so any mismanagement and neglect of these shrines will invite public wrath and deprive us of the revenue which at present is our only source of sustenance.

Keeping these facts in view, following charter of duties for the Auqaf officer is hereby ordered:-

1. Auqaf officer will have close liaison with the Administrators and should monitor the day to day activities of each unit.

2. It will be mandatory for every Administrator to be in close touch with Auqaf officer.

3. All important correspondence regarding any requirement should be sorted through Auqaf officer, so that he follows it in Central Office and will not get lost, as is general complaint now.

4. Auqaf officer will be extensively touring field units and take any administrative action required on spot and also keep Chief Executive informed of action taken.

5. Auqaf office will maintain full record of each shrine including details of history, movable as well as immovable property, details of revenue as well as expenditure. He should also prepare Master plan for each shrine.

6. He should monitor the progress of on going works at every unit and follow up pending works with convened quarters.

7. Auqaf officer will be overall in-charge of all Urs and other programmes at shrines and mosques.

8. Administrators will chart out Urs programmes in consultation with Auqaf officer.

9. During Urs days and other religious function as far as possible, he will camp at the venue to supervise the arrangements.

10. Auqaf officer will be assisted by Assistant Auqaf officer who will be associated with Safe Opening Party.

11. Auqaf officer will submit reports for increasing revenue and plugging any pilferage of donations at these shrines.

12. Auqaf officer will submit administrative report of each shrine/ mosque to the Chief Executive after every six months.

Auqaf Officer will regularly submit proposals to improve Administration and Revenue at each Shrine/Mosque.

CIRCULAR: 04

{REVENUE & ESTATES WING}

Revenue & Estates is the most important wing of the Wakf Board. It is the custodian of all Specified Wakfs and Specified Wakf Propertie,s both movable as well as immovable. Income and revenue received from these assets is further utilized for the maintenance, management and other activities of the Wakf. Under the J&K Specified Wakfs and Specified Wakf Properties {Management and Regulations} Act, 2004 besides 100 Wakf {Shrines, Mosques, Khankas, Eid-gah, Graveyard etc.,} More than 7000 kanals of landed properties also have been transferred to the Wakf Board. These Wakf properties are spread throughout the length and breadth of the valley. These assets are in the shape of commercial establishments, Saraies, Shops, Residential quarters and other landed property.

Details of these assets are to be recorded in the “register of Assets” which should contain full details of the property i.e., 1. Type of property 2. Location 3. Total area 4. Date of Allotment 5. Details of Licence/ Lease 6. Name/ Parentage/Residential details of the Licencee 7. Details of Licence Deed with terms and conditions 8. Details of Licence Fee 9. Outstanding if any.

Review of the working of this wing gives a dismal picture. There is no up to date record of assets, allotments made about 20 years ago has not been renewed with the result licencee fee is being charged at the rates two decades old.

Even this meagre fee is not being paid regularly and at present there is an outstanding of more than one crore due to negligence/ connivance for our staff. Hundreds of sub-let cases have taken place. Even reported case have not been evicted. Wakf has been involved in scores of unnecessary litigations due to our negligence and inaction. In many cases, tenants have made modifications of the properties at their will and grabbed our property and land. At every location there are glaring cases of encroachments at will and our officers and staff have acted as mere spectators. Emboldened by our inaction, there have been dare devil cases of forcible occupation over of our properties and we have shown utter helplessness and cowardice in retrieving and protecting Wakf properties.

It seems there is no accountability. This section lacks supervision and control. Being the only source of revenue, after donations at shrines. It should have been closely monitored with definite policies and programmes for multiplying revenue resources. Donations are an irregular source of income and cannot be relied upon. For our day to day expenditure and salaries, we should have a definite plan of action. Making optimum use of these assets and generate income which would take care of our short term as well as long term requirements. Ultimately donations from the shrines should be used only for welfare activities which is the actual purpose of these donations.

In view of the dismal state of affairs and to revamp Revenue & Estates wing, a Special Task Force is constituted comprising of highly motivated and competent staff who shall look into all aspects of the present state of affairs of Revenue & Estates wing and take urgent actions to re-activise this pivotal wing of the Wakf Board. This team shall formulate the line of action in a definite time frame. This team shall at once:-

i. Examine and update the records.

ii. Physical verifications of all assets.

iii. Recovery of arrears of rent in full.

iv. Identify sub-letting.

v. Regain property forcibly and fraudulently occupied.

vi. Suggest ways and means for review and enhancement of licence fee.

vii. Submit project report for raising commercial establishments at various prime locations in city and outside.

Thus, Task Force will directly report to the Chief Executive and work under his close supervision.

CIRCULAR : 005

(EDUCATION)

There are as many as 14 educational institutions under the control of Wakf Board. These include higher secondary ,high schools ,and middle schools ,besides there are three boarding Darul- Aloom and about 100 Part-time Daresgahs where religious education is being imparted. Further more, one Islamic University is functioning under the auspices of the Wakf Board. More than 4000 students are enrolled in these institutions getting regular formal education one of the major achievements has been opening of Bibi Haleema College of Nursing and Medical Technology which has created an impact since it started functioning in 2005.

A review of the functioning of these educations gives a disappointing picture. This wing has been neglected for some reasons which has adversely affected the over all performance of these institutions. Since their take over by Wakf Board in 2003. Some institutions have maintained their track record by the individual efforts of their head of institutions after their departure these institutions are likely to suffer. About 250 teachers are teaching in these institutions but most of them lack motivation for various reasons. In absence of a clear educational policy, our institutions are likely to lose in the competition which is increasing day by day. Enrolment of students shows a downward trend in our institutions in spite of comparatively lower fee structure. At this rate we will have to close some institutions for want of adequate number of students.

This wing seems to have been closed in central office except for drawing salaries of teachers, no administrative control existed on these institutions. Even fee dues collected from the students where not deposited and accounted for by some institutions. One headmaster announced exemption from fee for the whole school and no one in central office neither noticed nor objected resulting in accumulative loss of 7.00 Lac rupees.

This sorry state of affairs called for immediate remedial measures. As a first step, Education wing was brought under my direct control. An Education officer was appointed who visited all institutions and came with recommendations and suggestions which required urgent action. In a short span of time, he has brought about a turn around in these institutions and in coming days we expect more positive changes. Besides exercising effective supervision and control over these institutions, he will formulate a broad based educational policy for Wakf Board, which after further deliberations will be approved and implemented in the long run. He will also chalk out a yearly educational programme with special emphasis on curricular as well as co-curricular activities. Being Wakf institutions, due attention has to be paid to moral education. As all these are charity institutions, we expect highest moral conduct both from students and teachers.

The Education officer will introduce special Programmes in these institutions for moral and religious education. He will take steps to improve quality education and ensure accountability at all levels so that our institutions face completion.

He will formulate new educational policies and Programmes and introduce teachers having Programmes. He will also examine new fee structure and will be frequently visiting these institutions for close supervision.

CIRCULAR: 06

{BAGHAT WING}

Under the Specified Wakfs and Specified Wakf Properties {Management and Regulations} Act 2004, more than 7000 kanals of land in the form of Orchards, Eid-gahs, Graveyards, Parks, Abi land, Malyari land and above all forest land has been transferred to the Wakf Board for maintenance and watch and ward. This property is spread over length and breadth of the valley.

More than 60 employees are engaged in looking after these large assets.

A review of the working of this wing gives disappointing picture. As against an annual income of 35 lacs. Wakf incurs an expenditure of over one crore. During the disturbances in nineties, this property suffered due to proper maintenance, but there should have been a turn around now, as the fruit growers of the valley were able to protect and preserve their orchards.

We cannot afford to maintain these orchards on losses. We have to devise ways and means to change them into profit making assets.

At present only the apple orchard at Asham, Sonawari is comparatively giving some revenue but even there is scope for improvement, but rest of the properties are being maintained on losses and need urgent revival.

While checking the records of these assets, there seems to be criminal negligence on part of staff. It is strange that after the discharge of the Manager, Baghat, no one has bothered to collect the whole record from him and we are running this important wing without basic revenue records. This is a criminal negligence and calls for a formal enquiry against those officers and officials found negligent and misplacing the records.

Baghat wing has been re-organized. Baghat officer will take urgent steps to revive this wing and should give revenue in crores instead of lacs as at present.

Baghat officer will urgently:-

i. Retrieve the record which has been misplaced.

ii. Obtain the latest revenue extracts from the Revenue Department.

iii. Prepare up- to -date Revenue Register.

iv. Get the physical measurements of the landed property made through the Revenue Department.

v. Prepare the project report for the revival of the Baghat wing.

vi. Submit the preliminary report regarding the missing records and officers and officials responsible.

vii. Submit report for the rationalization of staff in the Baghat wing.

CIRCULAR: 07

{BAITULMAL SECTION}

Main source of the revenue of the Wakf is from donations of devotees. All such offerings are donations, Nazranas, Sadqa / Zakat and Usher in any shape or kind or form made by any person. These offerings are basically given as charity and the ideal utilization of these incomes is spending on welfare activities so that the poor destitute and needy people are benefited.

It was this objective in view, that Baitulmal wing has been created in Wakf. In fact, it is as old as the Wakf itself and has been playing important role in serving humanity. Earlier the financial assistance was provided to the needy people in cash and also a process of Qarza Hasana was also in vogue where liberal donations were given to the deserving people.

However, after the creation of the Wakf Board, the practice was discontinued for fear of malpractices and under the new management. No assistance is given in cash and the system of check and balance has been introduced. However, large numbers of deserving cases who are fit for assistance are not being paid for want of sufficient finances. No policy or programme is in place which would help in maximum donations from public for meeting the requirements of Baitulmal. As there is mushroom growth of charity organizations and other NGO’s who are helping people on large scale, in view of our meagre resources we are not able to meet on such welfare, the growing demand of public.

We need to re-assess the functioning of Baitulmal section and also devise ways and means for getting more and more donations for these activities. Poor response from public is due to lack of awareness regarding the Wakf activities.

We have been spending about 50.00 lacs under the various welfare scheme of providing Free Ration to more than 2000 families and also providing lacs of rupees under Medical- Aid and also providing lacs of rupees to poor students as Financial Assistance. We are also spending lacs of rupees for maintenance of Darul-Alooms. All these facts have not been properly highlighted.

We need to start an awareness campaign regarding such welfare activities. We should also explore the possibility of broadening of such activities. The possibility of starting destitute homes, providing assistance for marriages to the poor families and also broadening financial assistance to the poor students are under consideration.

With regard to the verification of all the cases, a proper verification mechanism has been established which would ensure that only deserving cases are provided assistance. However, it has been observed that the verification process results in undue delay which defeats the very purpose of providing assistance to needy people in time.

Baitulmal section also has been recently revamped with the hope that functioning of this important wing will improve as this is the only wing which directly deals with the public, so any delay on our part in attending these cases on priority will tarnish image of the Wakf Board. The officers and the staff of the wing should be very polite, dedicated and hard working people who should deal with all these cases with sympathy and empathy.

With regard to the increasing donations by way of Sadka/ Zakat and other offerings, the Baitulmal section will prepare a long term policy and a workable plan of action so that the general public is made aware with regard to the activities of the Baitulmal to motivate them for liberal donations for this noble cause.

Chief Executive